国贸 苏娜.docx

国贸 苏娜.docx

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国贸苏娜

TableofContents

Introduction……………………………………………1

ChapterⅠOrganizationalStructure…………………...2

1.1Haier’sOrganizationalStructure……………...2

1.2McDonald'sOrganizationalStructure………..3

1.3Conclusion…………………………………….3

ChapterⅡOrganizationalCulture……………...…..5

2.1Haier’sOrganizationalCulture………………..5

2.2McDonald'sOrganizationalCulture…………...6

2.3Conclusion…………………………………….6

ChapterⅢApproachestoManagement……………..8

3.1Haier’sManagement…………………………..8

3.2McDonald'sManagement……………………..9

3.3Conclusion…………………………………….9

Conclusions……………………………………………10

Bibliography…………………………………………..11

Introduction

ThisreportwilldiscusssomethingaboutOrganizationalStructure,OrganizationalCultureandApproachestoManagement,itwasdividedintothreeparts,anditwillthroughtheHaierCompanyandMcDonald'stoexplain.HaierandMcDonald'susethedifferentstyleofstructure,cultureandmanagement,andtheybothhaveaperfectresult.Throughtheexamplesitcouldbefoundthateachstylehasadvantagesanddisadvantages.Thecompanyshouldchoosethestyleaccordingthecompany’ssituationandcompany’sstyle.

ChapterIOrganizationalstructure

1.1Haier’sOrganizationalStructure

Inthedevelopmentof23years,inordertoenableenterprisestocreateinnovativemechanismstomaintaintheefficientoperationofthebusinessandthemarket'srapidresponsecapability,Haieradaptsitsorganizationalstructurethroughaseriesofdynamicadjustments.Atfirst,Haierfunctionsofthesystemimplementedinastraightline.WiththegrowthofHaier'ssales,thefunctionsoftheorganization'sseniorleadershipstructuremaketheworkofthatcomplex,in-depthstudyandnotimetoproperlyresolvetheproductionandmanagementofstrategicissues.Atthebeginningof1994,HaierGroupintroducedtheorganizationalstructureofthesystem.However,eachdivision,thedivisionisstilltheorganizationalstructureofthesystemofcentralizedstyleisnotconducivetothelong-termbusinessdevelopment.Asaresult,HaierGrouponceagainadjuststhesystemtoestablishthecauseoftheDepartmentoftheorganizationalstructureofthesystem,thatis,inthedivisiononthebasisoftheestablishmentofatwo-profitcenter,acostcenter.Businesssectorsalsoknownasthesystemofseparationofpowersorthestructureoftheorganization,whichisundertheunifiedleadershipofthecompanybyproduct,regionormarkettoestablishthecauseofdifferentbranchesortheotherpartofthecauseofproductdesign,procurement,productionandmarketingactivities.Divisionheadofficeinbothunderthecontroloftheprofitcenterandaproductionunittheresponsibilityandtheresponsibilityofmarketingunitwithitsownproductsandindependentmarket.Businessstructureisthegreateststrengthtoadapttotheenvironmentofinstabilitybroughtaboutbyrapidchangesinthepursuitoftheattentionisaimedatcustomers,markets,productsandtechnologies,andspecificquantitativeindicatorstobemeasured.IntheDivision,eachproductisanindependentarmofthecustomerswiththeexactdivisionofthecontactandsatisfactionwiththegoodco-ordinationbetweendepartments.Inaccordancewiththeproducts,servicesorgeographicaldivision,whichtheDivisioncandetermineexactlywhatisthecustomer'sneeds,itsproductsorservicestobettermeetcustomerneeds.Withtheenterprisebytheexternalenvironment,changesinaseller'smarkettoabuyer'smarket,Haierre-adjusttheorganizationalstructureoftheBusinessProcessRe-engineeringthatwillcausethefollowingfunctionaldepartmentsoftheMinistryofthemerger.Additionalheadquartersoverseastopromotethecause,thecauseofoverseassalesheadquarters,andsoon;bythedistributionoftheGroupHeadquartersofthefinancialmanagementofallfinancialheadquarters.

Afterbusinessprocessreengineering,Haier'sheadquartersareeveryprofitcenter,departments,thewholeprocess,themarketisupanddownrelationshipbetweenthecompanies,HaiertoexternalmarketpressuresconversionfortheinternalmarketpressuretosolvetheHaierGroup,thesizeoftheexpandedabilitytoinnovateonhowtomaintaintheconflictandhasprovidedstaffforeachindividualroomforinnovationtomeettheneedsofindividualcustomers.SincetheDivisionhadsetupthefunctionsofthedepartment,resultinginmanagement-levelmanagersandmore,overlappingregulatoryagencies,thehigherthecostofmanagement.

So,thisdivisionalstructuremorefitforHaierCompany,whilethefamousrestaurantMcDonalddoesn’tfitthisstructure.

1.2McDonald'sOrganizationalStructure

McDonald'sasearlyasMay15,1955intheUnitedStatestoestablishIllinois,whichistheonlyrestaurantwasfoundedbyMineCrocker,ata.McDonald'stoday'sworldinmorethan100countriesandregionshasmorethan20,000restaurants,fromitslicensedoperatorsanddirectoperatingsubsidiary.ThismakesMcDonald'stheworld'slargestfoodgroupeverydayfor3,000people,thatis30,000peopleperminutefortheservice,anaverageof3hourseachtoopenarestaurant.April23,1992inBeijing,openedthefirstMcDonald'srestaurantinWangfujing,hasreachedtheendof1996to30restaurants.BeijingMcDonald'sintheorganizationhasitsownmanagementstructure,itspreferenceforthetypeofstructure-function.Functionsoftheorganizationisthemostcommonformoforganizationalstructure,thenatureofitsbusinessistobreakdowntasksofallcomponentsofthemission,andsubmittedtothecompletionoftheappropriatedepartments.Functionalstructureofanadvantageliesinitsfunctionaldepartmentstoencouragetheeconomiesofscale.Economiesofscalerefertothecombinationofemployeestosharesomeofthefacilitiesandconditions.Themaindisadvantageoffunctionalstructureisthatchangesintheexternalenvironmentaretooslowinresponding,andthisresponsealsorequiresinter-departmentalcoordination.Iftheenvironmentchangesfast,technicalornon-routine,interdependent,itwillappearverticaldecision-makinginformationoverload,high-leveldecision-makingslow.Insuchorganizations,alleyesaccustomedtothepointofview,waitingforthehigh-leveldecision-making,andthelackofhorizontallinkagesandtosolvetheproblemofself-awareness.

1.3Conclusion

Haierisabigmodernelectroniccompany,whileMcDonald'samodernchainrestaurant.Althoughtheyarebothfamouscompanyintheworld,theyusethedifferentstructurewhichisfitforthem.Haierchoosethedivisionalstructure,whileMcDonald'schoosethefunctionalstructure.

Chapter2OrganizationalCulture

2.1Haier’sOrganizationalCulture

ThecultureofHaiercontainslotofaspects.

a.Haierspirit:

Weworkdiligentlytoservethecountryandtopursueexcellencethroughinnovation.

b.Haierworkstyle:

Wepursueoperatingefficiency,quicklyrespondtothemarket,andtakeimmediateactiontomeetcustomerneeds.

c.Employmentprinciple:

Everyemployeeistalentedwithanopenbidforavacantposition.

d.Qualityfocus:

Excellentemployeesproducehigh-qualityproducts.

e.Salesmotto:

Weestablishourcredibilitybeforesellingproducts.

f.Marketcompetitionconcept:

Wecompetewithvalue,notprice.

g.Serviceconcept:

Thecustomerisalwaysright.

h.Managementaccountability-80/20principle:

Managementis80%responsibleforanysubordinate'swrongdoing.

i.Teamspirit--10/10principles:

Thetop10%ofperformersoughttohelpthebottom10%performerstoimprovethefirm'scompetitiveadvantage.

j.Haiershouldbelikethesea:

Weacceptalltalentedpeoplefromaroundtheworldforanambitiousgoal.EveryHaieremployeeshouldbecapableratherthanmediocreandredundantfortheyarethebackboneandguaranteeofHaier'sfuturedevelopment.Haiershouldbeliketheseaandmakecontributionstomankind"sincerelyforever."Insodoing,itwillexistforeverforthegoodofall,andHaierwillbepartofthewholesociety.

AccordingtoZouXiwen,presidentofHaierUniversity,whichwasestablishedin1999bytheHaierGrouptotrainemployees,thecorevaluesofHaier'sdevelopmentarespeed,innovation,andthestrategicbusinessunit（SBU）program.All30,000employeesstrivetoreachthetargetsetforthintheSBU.Itmeansthateachemployeeisaprofitcenterwiththeresponsibilitytomakeaprofit.Eachemployeegenerateshisorherrevenuebyprovidingthebestservicetotheemployeeinthenextstepdownstreamandincursexpenseorcostbyreceivingservicefromtheemployeeinthepreviousstepupstreamandresourcesfromvarioussupportingdepartments.

TheSBUgoalisforeachemployeetobecometheprincipalpartofinnovation,demonstratinghisorherownvaluewhilecreatingvalueforcustomers.TheSBUprogramchangesthethinkingofemployeesfrom"Iamonlyinchargeofdesignanddon'tthinkaboutmanufacturingorsales"to"Howdoesthemarketacceptmydesign?

"Allemployeeslearnthattheyhavetogivecustomerswhattheywant,and,withtheSBUprogram,employeescareabouttheindividualizedneedsofthecustomers.Itsphilosophyis"ThecustomeristhekingforeveryHaiersalesperson."Infact,Haierdiffersfromotherappliancecompaniesinthatitwillbuildproductstoorderanditdoesn'tcompeteonprice.Forexample,whenacustomerbuysawashingmachineoranairconditioner,anemployeegoestothecustomer'shometosetitup.

2.2McDonald'sOrganizationalCulture

McDonald'sistheworld'smostfamousfast-foodchains;itssuccessislargelyfromitsequality,innovativeorganizationculture.PresidentCrockersaid:

"Ilike,butalwaysrespectthoseauthorizedcanthinkIexpectgoodidea."Inmostcases,heencouragesyoungmanagers,andputforwarddiffer